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Come motivare i nostri collaboratori: expectancy theory
Proviamo ad immaginare a tutto ciò che possiamo fare per creare le condizioni migliori in cui i nostri collaboratori possano lavorare e mantenere alta la loro motivazione e soddisfazione. L'expectancy theory getta luce su alcuni presupposti che risultano interessanti da considerare. Per saperne di più continua a leggere l'articolo direttamente in inglese!
Expectancy theory was developed by Vroom in 1964. This theory says that, provided the rewards we expect to get are what matters to us, the stronger the bond between our efforts and our job performance and between our job performance and these rewards, the higher the motivation. This theory is innovative and throws light on three important assumptions on our side:
- expectancy: if we increase our efforts at work, our job performance will improve
- instrumentality: if our job performance improves, we will receive a reward. In other words, job performance is the means for us to get what we want
- valence: the rewards we will get are valuable to us and we believe it is worth working hard in this direction, and if the rewards are not appealing to us, we won't be motivated enough to put more effort into a work project.
All in all, this theory makes us reflect on the fact that, as managers, we should make sure:
- the rewards we promise our collaborators are relevant to them;
- our collaborators receive the rewards we have promised them if their job performance is satisfactory and objectives are reached;
- we give our collaborators all the resources and means they need to reach the objectives, otherwise they will feel their job performance depends not only on their efforts but also on something which is out of their control and this might decrease their motivation.
